Dialectic

1. 8 7 Systemicist Imaginist 3 3 Dialectic Rationalist 1 2 Pragmatist Structuralist 5 6 Empiricist 9 EXTERNAL INTERNAL FOCUS FOCUS (Organisation) (Individual) The INPACT Management Culture model Once the organisation is working as well as this, the captain at the helm can stop fire-fighting and intervening and start navigating = 8. Systemicist Style The problem with the Structuralist style of management is that it becomes bureaucratic and ‘tribal’. So we reorganise, streamline our processes and develop a 3. Rationalist Style A manager in an Empiricist style organisation has the information to make radical ‘leaps of faith’ and innovative decisions = 7. Imaginist Style The trouble is, re-engineering processes doesn’t seem to work very well. Why? Well perhaps we didn’t spend enough time gaining the ownership for the changes = 3. Dialectic Style And notice where this needs to fit… Now we have aligned the aspirations and motivation of the individual with the policies of the organisation, the Rationalist Style becomes the 4. Aligned Style Each of the styles on red axis focuses on the individual within the organisation and their INTERNAL responses…while each of the styles on the blue axis focuses on the organisation and its EXTERNAL or organisational responses. Did you notice the way these styles are distributed in a spiral? There’s a reason for that. Watch… We use this tool in an integrated Process Transformation and Change Management approach. If you want to find out more please contact us: Peter DuschinskyThe Imaginist Companypeterd@imaginist.co.uk 4 Imagine a pendulum swinging from INTERNAL to EXTERNAL, and rising as it does so - each style builds on the last one, it doesn’t replace it. Aligned Now that the organisation is working as a team, communication can flow undistorted, across functions as well as up and down – so management decisions can be better informed and the organisation can focus on the real world outside itself = 6. Empiricist Style In order to progress up the management evolution spiral we have to recognise and fully deal with the underlying tension between INTERNAL and EXTERNAL – the individual, playing a meaningful role in the organisation and the way the organisation uses people to succeed. We all start by doing everything ourselves = 1. Pragmatist Style This works for a while, but… And when everyone is pulling in the same direction, we can relax the rules, give people more control over how they achieve results = 5. Pragmatist Styleagain, only this time it’s not anarchic, as it was in the first cycle. Finally, we come back to the place where we started, with the individual now not only being fully empowered but supported by visionary management = 9. Pragmatist Style As we grow, we need to delegate. This needs rules and processes = 2. Structuralist Style